Aim of this map is to provide a visual overview about the corporate communication, a kind of ‘Corporate Communication Framework’. Via mouse click on page 13, the map jumps to the embedded models and sources.
The Pre-Beta release is the result of an “experiment” conducted during the winter semester 2012/2013 of the Master of Arts in Business Communications Management program of Hochschule für Technik und Wirtschaft (University of Applied Sciences) in Berlin.
The Corporate Communication Map is meant as a living document. Therefore, we are happy about your feedback.

Short-term Aims" Medium-term Aims" Long-term Aims"

Version Pre-Beta 1.0"

Corporate Communication Map Lars M. Heitmller et al., (2013)"

" " Evaluation"

Analysis of relevant groups"

Forms

Agency"

Listening"

Internal Communication"

t" por Sup aff" St

Tasks" " Strategies" " Objectives"

Refreeze"

Preface
Making
communica6ons
theories
applicable
Theore6cal
approaches
to
corporate
communica6ons
are
versa6le
the
eld
appears
to
be
divided
into
dierent
schools,
perspec6ves
and
language
areas.
Aim
of
this
map
is
to
ll
a
gap.
In
a
6me
in
which
in
corporate
communica6ons
key
words
and
new
terms().are
almost
ina6onary
circulated
(Mast,
2010)
the
following
work
is
an
aMempt
to
organize
the
Babylonian
jumble
of
terms
within
the
eld
of
corporate
communica6on
by
crea6ng
a
visual
summary,
a
corporate
communica6on
framework.
It
provides
an
overview
and
contextualizes
theories
in
rela6on
to
another.
This
corporate
communica6on
map
is
an
aMempt
to
provide
a
comprehensive
overview
and
is
navigable
via
mouse
clicks
in
the
pdf.
The
models
and
sources
are
embedded
in
the
document
and
lead
via
links
to
further
informa6on
on
the
internet.
However,
it
remains
a
living
document
and
open
invita6on
for
further
dialogue
and
delibera6on.
Therefore,
it
neither
claims
to
be
complete
nor
nal.
It
is
designed
to
be
a
constantly
developing
communica6on
overview.
The
Corporate
Communica6on
Map
(CCM)
should
be
seen
as
a
naviga6on
tool
for
those,
who
already
work
in
the
area
of
corporate
communica6ons
or
aspire
to
do
so
in
future
a
visual
toolbox
for
the
counseling
prac6ce.
The
present
version
of
the
map
is
the
result
of
an
experiment
conducted
during
the
winter
semester
2012/2013
of
the
Master
of
Arts
in
Business
Communica6ons
Management
program
of
Hochschule
fr
Technik
und
WirtschaY
(University
of
Applied
Sciences)
in
Berlin.
The
idea
and
prototype
of
the
map
were
developed
by
Lars
M.
Heitmller
MA
PR
Int.,
MBA,
Head
of
Business
Development
at
scherAppelt
AG,
who
taught
the
course.
The
following
Master
students
contributed
to
the
composi6on
of
the
Corporate
Communica6on
Map:
Robin
Ahle,
Robert
Deutsch,
Pamela
Hnniger,
Tobias
Raspe,
Chris6an
Rietz,
Elena
Starmhler,
Sebas6an
Schellenberger,
Daniela
Voigt-Schmidt
and
Bianca
Weyer.
Special
thanks
goes
to
Lars
Fischer,
Silvia
Grtz,
Prof.
Dr.
Dr.
habil.
Claudia
Mast,
Prof.
Dr.
Miriam
Meckel,
Prof.
Dr.
Stefanie
Molthagen- Schnring,
Prof.
Danny
Moss
and
Alexander
Schaper
for
their
advice
and
support.
This
map
is
meant
to
be
the
start
of
a
dialogue
not
its
end.
We
are
curious
to
get
your
feedback!
Please
send
it
to:
CCM@LMH.de
or
visit
the
projects
website
hMp://CCM.LMH.info
Thank
you
in
advance.

<- Back to Map

1.
InsStuSons

The
organisaSonal
communicaSon
consider
communicaSon
in
context
with
organisaSonal
structures
and
leadership,
management
strategies
and
change
processes
as
well
as
the
corporate
basis.
The
represented
models
deal
with
internal
and
external
impacts
of
an
organisaSon
in
associaSon
with
its
environmental
spheres,
stakeholders,
issues
and
values.
All
models
serve
as
a
framework
for
managers
and
consultants
to
understand
specic
processes
and
to
nd
soluSons
for
explicit
issues.

<- Back to Map

1.1
OrganisaSonal
Structure
OperaSng
condiSons
and
added
value

Mintzberg
created
ve
organisaSonal
levels
to
show
the
coordinaSon
among
disSnct
tasks
They
funcSon
as
a
framework
for
managers
and
consultants
to
understand
and
design
organisaSonal
structures
The
organisaSons
structure
depends
on
the
organisaSon
itself,
e.g.
sta
members,
leadership,
the
environments
and
the
use
of
technology
Mintzberg
denes
ve
conguraSons:
1.
Simple
Structure
(Entrepreneural
se3ngs):
relies
on
direct
supervision
from
the
CEO
(StrateSc
Apex)
2.
Machine
Bureaucracy
(Large
organisa>ons):
relies
on
standardisaSon
of
work
processes
by
the
techno
structure
3.
Expertocracy
(professional
services
rms):
relies
on
the
professionals'
standardisaSon
of
skills
and
knowledge
in
the
operaSng
core
4.
Divisionalised
Form
(Mul>-divisional
organisa>ons):
relies
on
standardisaSon
of
outputs;
middle-line
managers
run
independent
divisions
5.
Adhocracy
(Project
organisa>ons):
highly
organic
structure
with
liile
formalisaSon;
relies
on
the
coordinaSng
mechanism
within
and
between
project
teams

<- Back to Map

1.1
OrganisaSonal
Structure
-
Limits
and
CriScism

In
terms
of
globalisaSon
organisaSonal
structures
have
changed
Hierarchy
makes
way
for
low
organisaSonal
structures
OrganisaSons
become
more
complex
and
establish
new
networks
within
the
organisaSon
The
ideology
of
an
organisaSon
gets
more
important
for
the
organisaSon
itself,
e.g.
sta
members,
leadership
and
external
partners
as
well
as
the
organisaSons
environment

<- Back to Map

1.2
Management
Roles
OperaSng
condiSons
and
added
value

Mintzberg's
Ten
Management
Roles
are
a
guideline
for
managers
and
the
leadership
of
behaviours
within
a
business
environment.
Each
role
is
dierent,
when
collected
together
as
an
integrated
concept,
the
capabiliSes
and
competencies
of
a
manager
can
be
further
evaluated
in
a
role-specic
way
Figurehead:
The
manager
is
seen
as
a
symbol
of
status
and
authority
Leader:
Promotes
and
encourages
the
development
of
his
employees,
overseeing
their
progress
Liaison:
Networks
and
engages
in
informaSon
exchange
to
gain
access
to
knowledge
bases
Monitor:
Stores
and
maintains
all
informaSon
about
the
internal
operaSons,
a
department's
success
and
the
problems
and
opportuniSes
which
may
arise
Disseminator:
Highlights
factual
or
value
based
external
views
to
the
organisaSon
and
to
subordinates
Spokesman:
Keeps
key
stakeholders
updated
about
the
operaSons
of
the
organisaSon
Entrepreneur:
Roles
encourage
managers
to
create
improvement
projects
and
work
to
delegate,
empower
and
supervise
teams
in
the
development
process
Disturbance
handler:
A
generalist
role
that
takes
charge
when
an
organisaSon
is
unexpectedly
upset
or
transformed
and
requires
calming
and
support
Resource
Allocator:
Describes
the
responsibility
of
allocaSng
and
overseeing
nancial,
material
and
personnel
resources
Nego>ator:
Is
a
specic
task
which
is
integral
for
the
spokesman,
gurehead
and
resource
allocator
roles

<- Back to Map

1.3
St.
Galler
Concept
-
OperaSng
condiSons
and
added
value

The
model
by
Bleicher
is
focused
on
the
corporate
development,
especially
on
evoluSonary
condiSons
of
management
It
is
a
framework
that
picks
up
the
three
management
levels
by
Hans
Ulrich
and
combines
them
with
specic
St.Gallen
demands
of
successful
management:
the
harmonisaSon
of
acSviSes,
structure
and
behaviour
to
a
common
chord.
Bleicher's
concept
expresses
the
challenges
of
normaSve
and
strategic
management
as
a
variety
of
specic
tensions:
Norma>ve
management:
deals
with
the
overall
objecSves
of
the
organisaSon
such
as
rules,
norms
and
principles,
it
is
the
basis
for
all
organisaSonal
acSviSes
Strate>c
management:
the
aim
is
to
crate,
maintain
and
maximise
the
strateSc
success
factors
and
value
potenSals,
it
acts
as
a
regulator
for
the
organisaSonal
acSviSes
Opera>ve
management:
it
combines
the
normaSve
and
strategic
level
and
converts
them
into
performance
and
processes,
it
has
an
execuSng
funcSon
All
of
these
stages
have
to
be
taken
into
account
when
making
decisions
Any
execuSve
is
able
to
locate
a
problem
within
this
framework
and
will
nd
possible
soluSons
by
using
this
concept

<- Back to Map

1.3
St.
Galler
Concept
-
Limits
and
CriScism

It
does
not
take
account
for
the
organisaSons
environment
It
does
not
show
how
stakeholders
stay
in
correlaSon
to
the
organisaSon
It
is
only
a
framework
to
detect
problems
and
to
nd
soluSons
for
them
in
dierent
stages

<- Back to Map

1.4
New
St.
Galler
Model
OperaSng
condiSons
and
added
value
The
new
St.
Gallen
Management
model
by
Ulrich
supports
the
management
by
taking
the
correct
decisions
and
to
lead
the
organisaSon
successful
in
a
globalised
market
It
is
similar
to
a
guidance
for
making
dicult
decisions
It
supports
structured
thinking
It
helps
to
set
prioriSes
The
new
model
is
a
holisSc
view
on
management
processes,
strategies
and
the
organisaSons
culture
as
well
as
its
development
in
associaSon
with
its
environmental
spheres
and
stakeholders
The
New
St.
Gallen
model
puts
more
emphasis
on
the
process
dimensions
and
focuses
on
issues
of
interacSons
(resources,
norms
and
values,
concerns
and
interests)
in
a
new
way
The
model
shows
that
management
is
very
much
about
interpreSng
certain
facts
and
giving
meaning
to
them

<- Back to Map

1.4
New
St.
Galler
Model
-
Limits
and
CriScism

The
model
is
a
theory
how
processes,
strategies,
stakeholders,
develeopments
and
environments
are
related
to
an
organisaSon
It
is
barely
a
concrete
example
what
impact
those
spheres
have
in
reality
to
an
organisaSon
It
represents
only
the
approaches
to
the
idenScaSon
and
soluSon
of
management
problems

Corporate
Culture
Corporate
IdenSty

Corporate
Structure
Industry
IdenSty

DierenSaSon
Strategy
PosiSoning
Strategy

<- Back to Map

1.5
CI
Dimensions
OperaSng
condiSons
and
added
value

Corporate
idenSty
is
about
how
an
organisaSon
presents,
posiSons
and
dierenSates
itself
visually
and
verbally
at
corporate,
business,
and
product
levels
It
is
what
makes
an
organisaSon
unique
and
it
incorporates
the
organisaSons
communicaSon,
design,
culture,
behaviour,
structure,
industry
idenSty,
and
strategy
The
aim
of
corporate
idenSty
management
is
to
acquire
a
favorable
corporate
image
among
key
internal
and
external
stakeholders
In
the
long
run,
this
image
can
result
in
the
acquisiSon
of
a
favorable
corporate
reputaSon
Managers
envision
a
set
of
characterisScs
they
want
their
organisaSon
to
be
associated
with
Those
characterisScs
get
transmiied
to
employees
through
a
complex
and
congruent
system
of
communicaSon,
behaviour
and
design
Employees
implement
strategies
and
call
upon
their
skills
and
competences
to
perform
them

Corporate
Strategies
Department
Strategies

InnovaSon
Added
Value

- ...
that
the
company
internalises
- ...
that
shape
and
inuence
posiSvely
the
employees
- ...
that
venture
partners
can
build
on

<- Back to Map

1.6
Mission
Statement
-
OperaSng
condiSons
and
added
value

The
organisaSons
strategy
ensures
a
livlihood
of
the
company
It
is
important
to
detect
and
abolish
future
shortages
as
well
as
the
opSmal
use
of
successful
potenSals
by
improving
producSvity,
increasing
eciency,
improving
protability
and
increasing
market
share
Appropriate
measures
ensure
the
systemaSc
implementaSon
of
acSviSes
in
daily
acSons
The
mindset,
as
well
as
the
the
energy
and
resources
of
the
enSre
organisaSon
get
focused
on
the
mission
statement
The
mission
statement
provides
guidance
on
the
organisaSons
way
to
its
aims
It
consists
of
the
elements
of
mission,
vision
and
values:
The
mission
(purpose
of
organisaSon)
reects
the
subject
of
the
transacSon
The
vision
is
an
obvious
picture
of
the
future
and
is
the
tendancy
of
long-term
developments
The
system
of
aims
describes
concrete
and
measurable
goals,
which
the
organisaSon
wants
to
achieve
in
the
upcoming
years
The
strategy
system
sets
how
the
goals
get
achieved
The
measurement
system
ensures
that
strategies
get
implemented
by
launching
specic
steps
The
daily
ac>ons
show
each
individual
acSviSes
that
help
the
vision
becomes
reality
The
values
specify
the
organisaSons
convicSon
and
show
what
is
expected
of
every
employee
The
poten>als
of
the
corporate
culture
represent
the
respecyul
and
value-added
handling
with
each
other

Further
informaSon:
http://www.mindtools.com/pages/article/newPPM_94.htm

<- Back to Map

1.6
Lewin
Model
-
OperaSng
condiSons
and
added
value

Lewin's
change
model
is
a
simple
framework
for
managing
change
OperarSng
elds
are:
Mergers
&
acquisiSons,
restructuring
of
a
company,
new
types
of
compensaSon
systems,
personnel
transfer,
disinvestment
or
cultural
change
within
the
organisaSon
The
model
is
based
around
a
3-step
process
(Unfreeze-Change-Refreeze)
that
provides
a
high-level
approach
to
change:
Unfreeze:
Habits
and
rouSne
have
naturally
seiled
in;
now
the
organisaSon
is
ready
to
change
by
open
up
to
new
ways
of
reaching
their
objecSves
Moving:
The
change
process
will
take
some
Sme
to
be
eecSve
and
ecient,;
people
must
open
their
mind
for
new
tasks
and
responsibiliSes
Refreeze:
The
change
only
reaches
its
full
eect,
when
it
is
made
permanent

<- Back to Map

1.6
Lewin
Model
-
Limits
and
CriScism

It
is
a
relaSvely
staSc
model
and
not
appropriate
for
quick
responses
The
environment
today
is
very
dynamic
and
requires
organisaSons
to
rapid
responses
Therefore
it
is
based
on
a
greater
stability
and
environmental
organisaSons

Anchoring
New
Approaches
in
the
(Corporate)
Culture

<- Back to Map

1.7
Koier
Model
OperaSng
condiSons
and
added
value

A
proper
foundaSon
helps
to
successfully
change
an
organisaSon
Koiers
model
can
be
applied
to
any
change
that
is
iniSated
by
the
top
level
management
of
an
organisaSon
It
is
like
a
checklist
to
help
idenSfy
any
areas
the
organisaSon
may
have
overlooked
in
managing
the
change

<- Back to Map

1.7
Koier
Model
-
Limits
and
CriScism

Koiers
model
indicates
to
change
peoples
behaviour
within
the
organisaSon,
not
the
strategy,
system
or
culture
of
the
organisaSon
It
is
a
top-down
model,
so
opportuniSes
can
be
missed
because
not
everyone
is
involved
in
co-creaSon
of
the
vision
or
mission
statement

Further
informaSon:
hip://en.wikipedia.org/wiki/James_E._Grunig

<- Back to Map

1.8
The
4
PR
Models
-
OperaSng
CondiSons
&
Added
Value

In
1984
Grunig
and
Hunt
created
their
model
in
order
to
describe
Public
RelaSons
an
various
stages
They
dene
PR
as
an
organised
communicaSon,
which
is
used
to
communicate
between
an
organisaSon
and
ist
publics
Depending
on
the
communicaSon
aim
PR
gets
dierently
performed
in
various
stages:
One-way
communica>on:
Only
the
organisaSon
shares
informaSon
with
ist
publics,
not
the
other
way
around.
They
use
this
way
of
communicaSon
to
get
the
publics
intentenSon
and
to
inuence
their
opinion.
Engaged
instruments,
such
as
radio
spot,
press
conferences
or
broschures
are
only
used
on
short
term.
Two-way
communica>on:
In
the
beginning
the
communcaSon
is
asymmetrical.
The
organisaSon
only
needs
simple
feedbacks
on
its
shared
informaSon.
The
aim
is
to
achieve
a
posSve
a|tude
from
ist
publics.
In
the
end
the
communicaSon
shi}s
from
asymmetrical
to
a
symmetrical
two-way
communicaSon.
At
this
stage
transmiier
and
receiver
enter
into
a
dialogue
with
each
other.
The
purpose
is
to
get
a
mutually
comprehension
on
both
sides.

<- Back to Map

1.8
The
4
PR
Models
-
Limits
and
CriScism

None
of
these
models
will
be
exclusively
adaptable
several
models
get
combined
These
models
are
not
for
certain
type
of
organsisaSon
nor
for
specic
internal
issues
All
four
models
are
more
of
an
idealised
way
of
communicaSon,
they
are
not
100
per
cent
converSble
Therefore
Grunig
calls
his
models
mixed
moSve
models
Successful
Public
RelaSons
is
guaranteed
when
mixing
these
models

Communica>on
used
to
convince
dominant
coali>on
to
cave
in
to
publics
posi>on

<- Back to Map

1.9
Mixed
MoSve
Model
-
OperaSng
CondiSons
&
Added
Value

The
mixed
moSve
model
is
a
framework
of
communicaSon
with
publics
and
organisaSons
that
try
to
get
the
most
out
of
their
posiSons
OrganisaSons
and
publics
have
seperate
and
someSmes
conicSng
interests
To
nd
a
common
ground
both
parSes
negoSate
and
copromise
about
specic
interests
(win-win
zone)
The
model
suggests
several
outcomes
outside
and
within
the
win-win
zone:
To
the
le}
of
the
win-win
zone,
the
organisaSons
posiSon
dominates
to
the
publics
disadvantage
To
the
right,
the
publics
posiSon
dominates
to
the
organisaSons
disadvantage
Arrow
1:
communicaSon
is
used
by
communicators
of
an
organsaSon
to
take
advantage
of
publics
outside
the
win-win
zone
Arrow
2:
publics
try
to
persuade
the
organisSon
to
accept
the
publics
undesirable
posSon
outside
the
win-win
zone
Arrow
3:
communicators
negoSate
with
both
publics
and
dominant
coaliSons
to
reach
an
outcome/relaSonship
within
the
win-win
zone
Two-way
model
The
two-way
model
means
treaSng
dominant
coaliSons
as
another
public
inuenced
by
communicaSon
programs

Corporate
Core
Values
(CV)

Corporate
Communica>ons
Public
Rela>ons

Level
of
Purpose
Corporate
PosiSoning
Corporate
Strategy

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1.10
Corporate
CommunicaSons
Model:
OperaSng
CondiSons
&
Added
Value

The
Corporate
IdenSty
is
essenSal
for
every
organisaSon
It
forms
not
only
their
internal
members,
but
also
has
a
posiSve
eect
on
ist
publics
There
is
no
way
for
corporate
communicaSon
or
such
thing
as
an
image
without
a
corporate
idenSty
The
corporate
idenSty
consists
of
ve
levels:
Corporate
Core
Values:
They
are
the
deeply
ingrained
priniciples
that
guide
all
of
a
companys
acSons
and
decisions.
Corporate
Philosophy:
Incorporate
the
basic
a|tudes
and
beliefs
of
a
company,
which
inuence
the
thoughts
and
acSons
of
all
employees.
Corporate
Behaviour:
Is
a
companys
internal
and
external
behaviour.
Corporate
Design:
Is
a
companys
internal
and
external
visual
appearance
to
support
their
aims.
Corporate
Culture:
It
is
the
totality
of
a
companys
values,
tradiSons,
tradiSons,
norms
and
a|tudes
that
shape
the
behaviour
of
its
employees.

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2.
Stakeholder
A
rst
step
towards
systemaSc
approach
is
the
exact
deniSon
of
those
to
whom
the
organizaSonal
communicaSon
is
directed.
Stakeholders
are
those
people
who
are
aected
by
decisions
of
an
organizaSon
or
are
able
to
inuence
the
acSons
of
the
organizaSon
with
their
own
acSons.
A
widely
used
approach
for
structuring
communicaSon
elds
is
the
division
into
target
groups
as
those
communicaSon
partners
of
an
organizaSon.
There
is
also
the
concept
of
publics,
which
are
composed
of
individuals
or
groups
that
discuss
a
common
issue.

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2.1
Stakeholder
theory

Is
based
on
the
concept
of
shareholder
value
Dierence:
An
organisaSon
is
now
also
accounted
for
its
socioeconomic
environment
The
Stakeholder
theory
was
establishd
by
Freeman
(1984)
Stakeholder
are
groups
that:
1. Are
aected
by
the
decisions
an
organisaSon
makes
2. Can
inuence
decisions,
made
by
organisaSons,
with
their
own
acSons

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2.3
Stakeholder
theory

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2.4
Stakeholder
analysis
by
Savage,
Nix
(1991)

An
analyScal
scheme
to
esSmate
the
relevance
of
stakeholder
groups
and
to
derive
specic
norm
strategies.
Assesment
is
ensued
by
a
value
matrix
varying
between
high
and
low
RelaSve
threatening
potenSal
RelaSve
cooperaSve
potenSal

RelaSve
cooperaSve
potenSal
high

Mixed
blessing
Strategy:
Collaborate

Non-supporive
Strategy:
Defend

Marginal
group
Strategy:
Monitor

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2.4
Model
Savage,
Nix
Limits
and
CriScism

Value
Besides
the
idenScaSon
of
potenSal
risks
and
opportuniSes,
this
analysis
oers
specic
strategic
guidance.
Cri>cs
This
analysis
costs
Sme
and
money
It
is
necessary
to
update
the
results
regulary
Analysts
are
forced
to
place
every
stakeholder
into
one
specic
group

2.5
Stakeholder
analysis
by
Janisch
(1993)

Groups
with
interests

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2.5
Model
Janisch
OperaSng
condiSons
and
added
value

An
analyScal
scheme
to
esSmate
the
relevance
of
stakeholder
groups.
Assesment
is
ensued
by
a
value
matrix
varying
between
high
and
low
Power
Will
to
exercise
of
power
Value
It
is
possible
to
idenSfy
strategic
stakeholder
very
fast

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2.7
Model
Mitchell,
Agle,
Wood
OperaSng
condiSons
and
added
value
An
analyScal
scheme
to
esSmate
the
relevance
of
stakeholder
groups.
Assesment
is
ensued
by
three
dimensions
at
their
overlappings
Power
LegiSmacy
Urgency

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2.8
Sinus-Milieus
OperaSng
condiSons
and
limits

Sinus-Milieu
is
a
term
from
the
market
and
social
research.
It
describes
the
geographical,
socio-demographic,
behavioral
and
psychographic
segmentaSon.
Milieus
are
not
overlapping
and
changing.
Field
of
applica>on
Market
research
with
the
focus
on
lifestyles
and
value
orientaSons
Cri>cs
rapid
obsolescence
of
the
milieus
due
to
dynamic
changes
in
the
realiSes
of
life
Gender
are
not
considered
individually
homogeneity
within
the
milieu
can
be
quesSoned

<- Back to Map

Semiometrie nach TNS Infratest, Begriffe und Wertefelder (2010)

<- Back to Map

2.10
Semiometrie
OperaSng
condiSons
and
criScism

Serves
not
as
target
delineaSon
but
rather
thought
as
descripSon
Value
orientaSons
are
the
focus
EmoSonal
evaluaSon,
according
to
pleasant
and
unpleasant,
of
210
words
and
output
in
form
of
14
Semiometrie
value
elds
By
comparing
dierent
value
elds
recommendaSons
of
appropriate
measures
(f.e.
media
planning)
can
be
derived

Cri>cs
Very
young
model
Not
suitable
for
the
target
group
deniSon
Must
be
conSnuously
adapted

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2.11
SituaSonal
Publics
(Grunig/Hunt
1984)

AssumpSon:
There
is
no
"general
public"
because
"publics
are
always
specic".
ParSal
publics
consists
of
individuals
or
groups
discussing
common
facts
Dis>nc>on
in:
Non-parSal
public
Deferred
parSal
public
Conscious
segments
of
the
public
AcSve
segments
of
the
public
Value
OrganisaSonal
environment
can
be
captured
by
problem
areas
Useful
starSng
points
for
further
systemaSzaSon

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2.11
SituaSonal
Publics
Limits
and
CriScism

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3.
CommunicaSon
Aims
and
AddiSonal
Benets
of
Agencies

In
the
following
chapter
communicaSon
aims
and
the
benets
of
working
with
an
agency
will
be
described.
What
are
the
expectaSons
of
a
client
and
what
exactly
are
agencies
oering?
Finally
the
addiSonal
benets
besides
the
usual
competencies
of
an
agency
are
examined.

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3.1
Corporate
CommunicaSons

<- Back to Map

3.1
Corporate
CommunicaSons

Deni>on:
Integrated
Corporate
CommunicaSons
enfolds
all
internal
and
external
aimed
communicaSon
processes,
that
want
to
take
inuence
on
selected
recipients
(stake
holder)
on
an
equal
level
in
order
to
reach
certain
aims.
Those
aims
can
either
be
economical
or
noneconomical.
Thereby
it
is
important,
to
adjust
and
integrate
means
of
communicaSon
and
communicaSon
tools
according
to
>me,
content
and
form.
Necessary
communicaSon
acSviSes
can
either
be
executed
by
members
of
an
organisa>on
(execuSves,
internal
communicaSon
specialists)
itself
or
by
instrucSng
an
external
agent
(agencies).
Corporate
communicaSons
can
be
subdivided
into
internal
communica>ons,
market
communica>ons
and
public
rela>ons.

<- Back to Map

3.2
CommunicaSon
Aims

<- Back to Map

3.2
CommunicaSon
Aims

FuncSon
of
Aims
for
CommunicaSons
Strategies
Decision
and
Alloca>ve
Func>on
Aims
=
SelecSon
and
evaluaSon
criteria
for
communicaSon
acSviSes
DeniSon
of
communicaSons
direcSon
CommunicaSon
decisions
are
to
be
made
and
evaluated
regarding
the
aim

Coordina>ng
Func>on

Mo>va>on
and
Fulllment
Func>on

Everyone
involved
knows
about
the
aim
and
which
acSons
have
to
be
taken
IdenScaSon
with
the
aim
is
possible
contribuSon
of
moSvaSon
for
realizaSon
of
the
aim
Level
of
aim
achievement
=
IndicaSon
level
of
saSsfacSon
of
parSes
involved

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3.4
AddiSonal
Benet

Social
addi>onal
benet
(
personal
+
company
level)
understanding
/
trust
insights
+
enlargement
of
the
horizon
agency
=
interpersonal
control
in
the
company
strengthen
the
company's
internal
hierarchical
posiSon
of
the
client
presSge
/
reputaSon
feedback
development
and
development
of
a
network

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4.
CommunicaSon
from
a
PR
&
MarkeSng
perspecSve

The
ght
between
markeSng
and
public
relaSon
is
one
of
the
oldest
in
the
eld
of
corporate
communicaSons.
Its
a
story
of
might,
decision
power
and
dierent
aims.
In
the
last
years
these
departments
grew
more
and
more
together
and
learned
from
each
other
to
match
the
demands
of
the
market.
People
recognized
that
their
aims
are
not
that
dierent
they
thought.
In
the
following
part
we
show
dierent
models
that
can
be
used
seperated
for
tasks
in
both
elds.
But
they
also
expose
the
intersecSon
and
changeable
parameters
where
both
need
to
complement
each
other.

BRAND
CODE
central
message

future
idea
of
the
brand

Gad,
2005,
p.
147

93

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4.2
Brand-Envelope-Model
OperaSng
condiSons
and
added
Value

The
4
dimensions
of
a
brand
are:
func>onal:
concerns
the
percepSon
of
benet
of
the
product
or
service
associated
with
the
brand
mental:
is
the
ability
to
support
the
individual
mentally
spiritual:
is
the
percepSon
of
global
or
local
responsibility
social:
concerns
the
ability
to
create
idenScaSon
with
a
group

shows
the
screws
for
evolving/enhancing
a
brand
can
be
used
for
an
internal
or
an
external
view
at
the
brand

daring
spirited
imaginaSve
up
to
date

reliable
intelligent
sucessful

Upper
Class
charming

D.
Aaker,
1997,
p.
352

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4.3
Brand
Personality
OperaSng
CondiSons
and
Added
Value

Brand
personality
the
set
of
human
characterisScs
associated
with
a
brand
based
on
the
Big
Five-Model
of
human
personality
rst
three
of
them
matches
each
other
the
task
of
the
brand
is
to
match
the
personality
of
its
target
group
(their
self-concept)

get
to
know
the
self-concept
of
your
target
group
to
evolve
the
brands
personality
preference
for
brand
will
increase
or
relaSonship
will
be
strengthened

Innocent
Explorer
Sage
entrapment
selling
out
empSness

have
love/ community

M.
Mark,
C.
Pearson
(2001,
p.18)

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4.4
Archetypes
OperaSng
CondiSons
and
Added
Value

an
archetype
is
a
generic
but
consistent
version
of
a
personality
that
mostly
is
understood
as
a
symbol
for
a
special
behavior
archetypes
can
be
used
in
storytelling
for
public
relaSons,
internal
communicaSons
or
product
markeSng
with
products
and
persons
they
help
or
even
force
the
consumer
to
idenSfy
a
meaning
in
an
intuiSve
way

adresses
basic
stereotypes
in
consumers
mind
creaSng
an
emoSonal
anity
that
alleviates
the
management
of
meaning

4.7
Shareholder
Value
Model
vs.
Stakeholder
Value

Results
in
short
Term

Eciency
(Doing
same
things
beier)

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4.7
Shareholder
Value
OperaSng
condiSons
and
added
Value

Shareholder
Value

value
of
the
company
from
shareholders
point
of
view
cash
equivalent
to
saSsfy
the
requirements
of
th
sharholders
shares
as
an
instrument
for
nancial
earnings
business
policy
to
increase
shareholder
value

increasing
shareholder
value
requires:

ecient
company
high
quality
producSon
at
low
costs
matching
the
interests
of
consumers

increasing
shareholder
value
leads
to:

<- Back to Map

4.7
Shareholder
Value
Limits
and
CriScism

unidirecSonal
development
to
shareholder
interests
can
lead
to:
inadequate
business
policy
(monopol,
contempt
of
ecological,
safety
and
human
rights
standards)
redundancies
neglect
of
social
responsibiliSes
asymmetric
informaSon
between
shareholders
and
managers
are
disregared
Outside-In
perspecSve
is
disregard

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4.14
MulS-way
communicaSon
-
OperaSng
condiSons
and
added
value

Statement
of
opinion
leader
(ankerman
and
journalists)
is
more
reliable
Internet
playorms
and
blogs
apply
to
be
independent
and
are
not
inuenced
by
companies
->
User
are
seeking
serious
sources
->
inuencing
the
gatekeeper
becomes
more
important

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5.
Measurement
and
evaluaSon
of
communicaSons

Measurement
and
evluaSon
of
communicaSons
is
yet
not
a
well
investgated
eld,
which
aliates
to
its
complexity.
Each
tool
can
be
measured
easier
on
ist
own
and
therefore
a
task
force
leaded
by
Prof
Ansgar
Zerfa
invented
the
DPRG/IVC-frame.
It
is
a
tool,
that
helps
companies
to
get
an
overview
of
dierent
possibiliSes
to
measure
communicaSons.

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5.1
Measurement
and
EvaluaSon
of
CommunicaSon

CommunicaSon
controlling
is
a
support
and
control
mechanism
that
creates
transparency
in
terms
of
strategy,
processes,
results
and
nances
for
the
division-of-labor-based
process
of
communicaSon
management,
and
provides
suitable
methods,
structures
and
indicators
for
the
planning,
performance
and
monitoring
of
corporate
communicaSon
and
public
relaSons
(Ansgar
Zerfa,
2006)

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5.1
Measurement
and
EvaluaSon
of
CommunicaSon

ConSnuaSon
DeniSon
Three
areas
of
CommunicaSon
Controlling
Controlling
for
management
and
monitoring
of
communicaSon
measures
Measurement
of
individual
communicaSon
acSviSes
IdenScaSon
of
impact,
targets
and
appropriate
deniSons
Methods
are
the
common
measurement
incl.
media
analysis,
pretests,
surveys,
ect.
Controlling
for
management
and
monitoring
of
communicaSon
strategy
CommunicaSon
is
seen
as
an
valued
contribuSon
to
an
organisaSons
overall
strategic
goals
Strategy
congruence
and
calue
through
communicaSon
Methods
are
Scorecards
or
integrated,
individual
systems

Controlling
process
and
quality
of
communicaSon
management
EvaluaSon
of
the
quality
of
the
acSviSes
EvaluaSon
of
the
processes
Methods
are
audits,
process
analysis
or
organisaSonal
maiers
within
the
departments
Further
informaSon:
hip://www.communicaSoncontrolling.de
Lars
M.
Heitmller
et
al.
(2013),
Corporate
CommunicaSon
Map,
Version
Pre-Beta
1.0
122

<- Back to Map

5.2
DPRG/ICV
Framework

Deni>on
of
the
Framework
ObjecSve:
Set
a
standard
for
controlling
and
evaluaSon
of
communicaSon
Obstacle:
Measurement
of
communicaSon
is
a
mulS-dimensional
process
and
each
phase
and
acSvity
is
individual.
Therefore
it
seeks
for
an
individual
approach
of
evaluaSon.

The
DPRG/ICV
framework
is
not
a
"fully
calculable
and
predictable"
model.
Rather,
it
is
a
discussion
tool
that
seeks
to
provide
orientaSon
on
a
meta
level
and
provide
a
workable
context
for
the
plethora
of
exisSng
evaluaSon
methods
and
parameters.
The
eect
levels
reference
framework
is
a
complex
input-output
scheme
with
a
ve-stage
eect
side.

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Customer
LifeSme
Value

GC
is
the
(expected)
yearly
gross
contribuSon
margin
per
customer.
It
is,
therefore,
equal
to
revenues
minus
cost
of
sales.
M
is
the
(relevant)
promoSon
costs
per
customer
per
year.
n
is
the
length,
in
years,
of
the
period
over
which
cash
ows
are
to
be
projected.
r
is
the
yearly
retenSon
rate,
i.e.,
the
proporSon
of
customers
expected
to
conSnue
buying
the
companys
goods
or
services
in
the
subsequent
year.
d
is
the
yearly
discount
rate
(appropriate
for
markeSng
investments).

Contact
Making
communica6ons
theories
applicable
This
map
is
meant
to
be
the
start
of
a
dialogue
not
its
end.
Therefore,
we
are
very
thankful
about
your
feedback!
Please
send
an
email
to
Lars
M.
Heitmller
at
CCM@LMH.de
or
visit
the
projects
website:
hMp://CCM.LMH.de